The reincarnation of work motivation: Millennials vs older generations

Mahmoud, Ali B.; Reisel, William D.; Grigoriou, Nicholas; Fuxman, Leonora; Mohr, Iris

doi:10.1177/0268580920912970

Cited by 39 publications

(46 citation statements)

References 53 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Another study was carried out to examine generational differences in valuing the sources of motivation in workplace behavior between millennials and older generations. The results showed that both extrinsic regulation-material and identified regulation are valued more by millennials compared to older generations, while extrinsic regulation-social and introjected regulation are valued less by millennials compared to older generations (Mahmoud et al, 2020).…”

Section: Reinforcement (By Skinner)mentioning

confidence: 91%

The Impact of Motivation on Work Efficiency for Both Employers and Employees also During COVID-19 Pandemic: Case Study from Armenia

Tovmasyan

Minasyan

2020

BEL

View full text Add to dashboard Cite

The article summarizes the main arguments and counterarguments within the scientific discussion on motivation and its impact on work efficiency. The main goal of the research is to analyze the impact of motivation on work efficiency for both employees and employers during the COVID-19 pandemic. A systematization of the literary sources on motivation indicates that there are different factors of motivation. Some people are motivated by intrinsic factors, while others by extrinsic. Also, the discussion of some recent studies revealed the influence of pandemic on the motivation of people to work remotely. The majority wants to work from the office as face-to-face contacts and collaboration derives innovation. Analysis in the paper for Armenia is carried out in the following logical sequence: a survey is done, which reveals how employees and employers evaluate the impact of motivation on their work efficiency, which factors of motivation they value, also their suggestions for improving the motivation policy in their workplaces. Methodological tools of the research methods were analysis and synthesis, survey, Pearson Chi square testing. The study reveals that people mainly appreciate both intrinsic and extrinsic motivation factors. From the material incentives which are more important for respondents, the most popular are salaries, rewards and health insurance, and from nonmaterials – career advancement, healthy moral and psychological atmosphere of the organization, flexible work schedule, fair and equal conditions, training courses. According to employees, the organization’s motivation policy affects their work efficiency and plays an essential role in the organization’s success. This fact is also proved by the statistical testing, that the relationship between these two factors is significant. The main reasons why employees leave the job may be the low salary, conflicts in the team, and the impossibility of career advancement. According to employers, employees are most interested in material incentives. The survey also reveals that people are most motivated when they are in the workplace, and for only 12% of respondents remotely working is motivating. It shows that in Armenia, people prefer to work from the office. The results have both theoretical and practical significance. It may be useful for organizations to improve motivation policy by changing the available problems, especially after the pandemic. Keywords: Motivation, Work Efficiency, Intrinsic and Extrinsic Factors, COVID-19, Remotely Work.

show abstract

Section: Reinforcement (By Skinner)mentioning

confidence: 91%

The Impact of Motivation on Work Efficiency for Both Employers and Employees also During COVID-19 Pandemic: Case Study from Armenia

Tovmasyan

Minasyan

2020

BEL

View full text Add to dashboard Cite

show abstract

“…The presence of three psychological needs of competence, relatedness and autonomy fulfils the requirements for strong intrinsic motivation (Ryan & Deci, 2000). Intrinsically motivated individuals are motivated by self‐satisfaction and thus are content to perform according to organizational standards (Mahmoud, Reisel, Grigoriou, Fuxman & Mohr, 2020). When intrinsic motivation is challenged by job insecurity, particularly through impairment of individual autonomy, it leads to decreased job satisfaction because employees perceive a threat.…”

Section: Literature Review and Conceptual Modelmentioning

confidence: 99%

A motivational standpoint of job insecurity effects on organizational citizenship behaviors: A generational study

Mahmoud

Reisel

Fuxman

et al. 2020

Scandinavian J Psychology

Self Cite

View full text Add to dashboard Cite

Our research reports an empirical analysis of a path model linking job insecurity to organizational citizenship behavior (OCB) via two mediators, that is, intrinsic motivation and job satisfaction. The aim is to evaluate the path model invariance across three generational cohorts, that is, generation X, generation Y, and generation Z. A sample of employees in service companies based in Canada was surveyed. We utilized a partial least square structural equation modeling (PLS-SEM) approach, which included path analysis and multi-group analysis (MGA) to test proposed hypotheses. We found that job insecurity negatively predicted intrinsic motivation which positively related to job satisfaction. Job satisfaction influenced OCBs positively. Both intrinsic motivation and job satisfaction mediated the indirect effects of job insecurity onto OCBs. Generation X was more pronounced in their reaction to job insecurity than later generations given the strong negative effects on intrinsic motivation and hence on their job. However, generation Z employees followed their parents from generation X regarding engaging more in OCBs when they are satisfied with their job than generation Y. In general, therefore, it should come as no surprise that generation X employees' OCBs can be expected to plummet due to the elevated levels of job insecurity during pandemic times (e.g., COVID-19) more intensely than Generation Y. Clearly, with COVID-19 having led many organizations around the world to adopt virtual workplace environments, generational differences amongst employees have to be considered as a matter of crucial concern for these organizations.

show abstract

“…Results show that the most significant factor for the age group up to 30 years is independence, flexibility, responsibility and other employment benefits such as some cultural or sports activities. This age group is not simply motivated by monetary reward [20]. These employees want fulfilment and autonomy in their work [21] and they dislike being controlled [20].…”

Section: Resultsmentioning

confidence: 99%

“…This age group is not simply motivated by monetary reward [20]. These employees want fulfilment and autonomy in their work [21] and they dislike being controlled [20]. The most significant factor for the age group up to 50 years is financial motivation.…”

Section: Resultsmentioning

confidence: 99%

Globalization and its impact on employee motivation

Štalmachová

Strenitzerová

2021

SHS Web of Conf.

View full text Add to dashboard Cite

Research background: The globalization affects the labour requirements. Therefore, it is important to distinguish, for example, the composition of the workforce in terms of age. The ageing population is a global problem and labour shortages in the labour market force employers to address the diversity of the age structure of their current as well as potential employees. Purpose of the article: The goal of the article is to compare the importance of motivational factors of different age groups of employees. The conclusion of the article also compares the significance of factors in terms of the age structure of employees. Methods: In the article, the method of analysis of available resources was used. Then the method of synthesis was used in finding out the connection between the resources. The sample of employees is divided into groups according to age categories. By using factor analysis, the factors affecting them are identified for each age group of employees. Primary research, as a basis for factor analysis, was carried out using a questionnaire. Findings & Value added: Motivation is one of the key elements of human resource management. It can contribute to increasing employee performance and satisfaction. It is essential to the effective functioning of each organization and achievement of strategic goals. By knowing the preferences and values of employees, the article can bring recommendations for improving the current motivation systems in organizations. This can contribute to the efficient use of employers´ money they spend on employee benefits.

show abstract

The reincarnation of work motivation: Millennials vs older generations

Cited by 39 publications

References 53 publications

The Impact of Motivation on Work Efficiency for Both Employers and Employees also During COVID-19 Pandemic: Case Study from Armenia

The Impact of Motivation on Work Efficiency for Both Employers and Employees also During COVID-19 Pandemic: Case Study from Armenia

A motivational standpoint of job insecurity effects on organizational citizenship behaviors: A generational study

Globalization and its impact on employee motivation

Contact Info

Product

Resources

About